CASE STUDIES
Setting out assignments showing methodology and outcomes
Operational Enabling
Project Delivery
Capability Building
Manufacturing Food and Drink B2B
Size of business - 3-5 Employees
Tasks - Develop Process and Structure based on risk to business
- Health and Safety - Safe Sytems of work/ COSHH/Training
- Admin operations - Customer Service / Finance / Logistics / Asset Tracking / IT
- Method - Sustainable development of the business:
- Mapping
- Research
- Development
- Implimentation
- Training
- Outcome - Sustainable Operating Platform
- Safe Systems of Work
- Ordering and fulfilment process
- Transition from manual to automated invoicing
- Management system for security and maintenance of assets
- Retention of staff through training and personal development
- Sustained business growth of 50% over three years
Public Sector - Economic Development
Size of business -1-50 employees
Tasks - Deployment of ERDP(EU) funding programme
- Identify and qualify potential funding projects
- Validate funding criteria
- Support and activate projects
- Monitor and report on outcomes
- Document performance of activity against funding
- Method - deployment of funding across business sectors
- Promotion of Funding Mechanism
- Consult with potential projects with option to support directly or indirectly
- Create business plans and projects
- Manage delivery and project momentum
- Comply with funding protocols
- Create Case Study resources
- Outcome -£1.2M funding to regional economy:
- Long term legacy of sustainable food, tourism and art sectors
- Projects and initiatives operating 20 years later
- Regional identity based on locality and sustainability
Service -Tourism, Leisure and Retail B2C
Size of business - 50 employees
Tasks - Hired by Group Chair to establish themed visitor and activity centre
- Project Manage £3.5M design and build on greenfield site
- Establish service and product supply chains
- Establish operating systems for a £10M business from standing start
- Develop marketing strategy for regional tourism and local membership
- Launch and present business to owners for operational handover
- Method - deliver project in 10 months
- Prioritising of tasks and project dependencies
- Detailed research on the market of tourism and retail
- Budget control for Capex and operating revenue
- Operational Process
- Marketing, promotion and locally led initiatives
- Team training and development, creating ownership and accountability
- Outcome - Handover to owners six month after launch
- Gate returns of 100k visitors in first 8 months
- Exceeded revenue target in first year of business by 20%
- Supported 50 local food suppliers
- Developed narrative on the regional culture of food and farming
Furniture Manufacturing B2C
Size of business - 22 employees
Tasks - Hired by Chairman to support Managing Director in capacity building project
- Optimise new production workshops
- Rationalise production systems and process
- Create management plans for facilities
- Establish Safe Systems of Work
- Risk Score all aspects of the business
- Train and test to build capability
- Method - establish position as one of the team with the aim to simplify and clarify roles
- Introduce Change to the team through consultation exercise
- Simplify all process
- Develop process and structure based on risk to business and the team
- Introduced Lean review of the busines and rationalisation of production process
- Understand nature and needs of the team
- Outcome - a highly motivated workforce who were respectful of the product, the client and their peers
- 60% increase in employee retention
- Customer satisfaction increased through reliable and on time delivery
- Aftercare service delivering onsite maintenance
- 25% increase in productivity through workplace organisation
- 30% reduction in Inventory of manufactured parts
- Resilient supply chain working on annual fixed price supply contracts
- Established Safe Systems of Work and Occupational Health Monitoring
- Introduction of Kanban, workplace organisation, feedback loops
IT Managed Service Provider - B2B
Size of business - 20 employees
Tasks - Hired by Managing Director to develop operational and organisational capacity
- Understand team issues and needs
- Review Contract Management process
- Establish process and organisatinal structure
- Build monitoring and accountability
- Build capacity in the business
- Method - integrate myself adding value and supporting the team
- Introduce individual 1-1 sessions with team
- Investigate legacy contract structure and their management
- Investigate ERP system capacity and functionality
- Simplify all process
- Plan change and consult with tema on the impacts
- Outcome - a more resilient team who were responsive to client needs
- Ticket resolution rate reduced by 25% in three months
- Workflows in place and optimised to maange outbound work
- Project planning with clients to schedule and manage installations and service
- Resilience to high pressure environments
- Team retention improved by 15%
Manufacturing and Service Company - B2B
Size of business - 23 employees
Tasks - Hired by Managing Director to build capability, productivity and efficiency
- Establish unity and purpose in the team
- Rationalise warehousing
- Plan rather than react in:
- Projects
- Purchasing
- Recruitment
- Risk Management
- Operations
- Enable Managing Director to take less of an operational role
- Method - cultural and structural change
- Consult permanent and sub contract teams
- Collate performance data - where possible
- Review all process for complexity and purpose
- Review team structure and roles
- Outcome - rebuilding team and leadership
- Organisational structure
- Roles and responsibilities
- Process simplification
- Standardisation of information
- Inventory controls
- Quality focussed production